So I saw the movie District 9 yesterday. Thought it was fantastic but this is an HR blog, not a movie review blog (bummer).The movie really got me thinking about the idea of either physically or mentally cordoning off people and how we do this in the workplace - consciously or subconsciously.
Have you ever worked with, for or been one of those supervisors that engages in 'aversion management'? This is when a manager doesn't want to directly address a performance issue and simply ignores it...hoping it will go away or the person will quit. I've never seen this approach actually be successful so if you've got any stories, I'd love to hear them.
Spoiler Alert - I'm gonna give away some of the movie here
In the movie, the government has segregated the aliens to a slum called District 9. In some companies, poor performers can be segregated too. For example, they can be reassigned over and over again (just like poor Milton in Office Space), shut out of the information loop, or not included on important projects that drive business forward.
In an economic environment where resources (e.g. $$) are so stretched or unavailable, it boggles the mind when managers don't address performance issues with corrective action. If you are open and honest with your employees regarding expectations and whether the employee is meeting those expectations, you will see increased productivity, loyalty and customer/client satisfaction.
I think most of us want to know how we're doing and be part of the solution. This was one of the things that stuck out while watching the movie. Why didn't the government or evil multinational corporation enlist the 'prawns' to fix the ship and get the heck outta dodge? They had procured enough of the alien weaponry & aliens themselves to study them. Why on earth would they want to pay to house over a million aliens to do nothing?
It's kind of like asking why would a manager want to continue paying for a non-performing employee when they could be helping turn them around or replacing them.
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I think many managers, especially newer managers are not equipped with the tools or skills to have those somtimes uncomfortable conversations with employees. Many times managers are given detailed instructions on the 'process' but not in the actual effective conduct of true performance managemement. I think educating managers on recognizing poor performance, the best ways to coach and correct, and effective ways to give feedback are a good start.
ReplyDeleteAbsolutely. Great point Steve and a very good idea for a new post!
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